Why Identifying the Right Leadership Talent Matters
Many organizations struggle with identifying the right people to assume leadership roles. In many cases, they’re basing their decisions on flawed criteria—making the assumption that high performing employees are the best fit for leadership roles. However, research shows that only 1 in 7 high performers have the potential to succeed in a leadership role.
In other words, if your organization uses flawed criteria to identify leadership candidates, it may be wasting up to 85% of its leadership development resources and budget on the wrong people—and even more on rectifying the problems caused by poor promotion decisions.
Assessments help you build a strong leadership pipeline for succession planning.
Identifying High-Potential Leaders for Succession Management
Thankfully, there is a better way to identify high-potential employees who have what it takes to succeed in a leadership role. Using a robust, data-driven process to assess leadership potential allows organizations to find the right talent to fill their succession management pipeline.
Our research and experience have identified the three most critical capabilities all impactful leaders possess. These agile leaders have the ability to connect, adapt, and deliver, making them critical to any organization’s success.
OnPoint has extensive experience working with a variety of organizations to help them develop succession management strategies. These tools have helped companies such as AmeriGas, Boehringer Ingelheim, and GlaxoSmithKline perfect their succession management strategies and build a robust pipeline for critical leadership roles.
Our approach typically includes a combination of:
Custom tools to measure leadership potential
Personality tests to assess potential
Feedback from direct reports, managers and others
Check out the following resources for leadership assessment.
Webinar Cultivating Future Leaders - How AmeriGas Built a Talent Pipeline
See how AmeriGas applied best practices in succession to develop future Area Directors and learn how your company can do the same.
What are the most common reasons for using executive assessment?
Identification of High-Potentials/Succession Management – Identify high performers in your organization and develop a talent pool for succession.
Leadership Development – Collect objective data on leaders’ strengths and opportunity areas, and target individual and group development needs to maximize your return on investment.
Mergers & Acquisitions – Create perceived and real fairness in organizational decision making through talent assessment, and gather data to optimize cultural integration.
Private Equity – Help ensure that the right team is in place to meet your business objectives by providing crucial information for shorter-term decisions and longer-term business planning.
What does the assessment process typically consist of?
Our process is very flexible and is typically customized to meet the client’s needs. It generally includes one or more of the following:
Leadership Questionnaires to assess key leadership characteristics, preferences, and motives, as well as potential leadership “derailers”.
An in-depth interview to assess the individual’s experiences and review the results from leadership assessments.
A 360° survey or telephone referencing to gather behavioral examples from direct reports, peers, managers, and other constituents.
Why do we use leadership questionnaires in assessment?
There are several benefits:
They help increase the accuracy of the assessment process.
They help validate the findings that come from the interview and 360° referencing.
They produce important information about individuals that often is hard to detect in an interview
They help us assess leadership potential.
They are especially effective in providing an overview of people skills and emotional intelligence (EQ).
What is the deliverable from your assessment process?
After the data is collected we prepare a comprehensive report that integrates all of the information from the assessment. The report is initially reviewed with key stakeholders (e.g., the Board, the person’s manager, and the HR Leader) depending on the purpose of the assessment. When appropriate, we also review the results with the person being assessed to facilitate developmental planning. In many client situations, we prepare Board summary slides, especially for succession.